Dr. Deming: The American Who Taught the Japanese About Quality
Dr. W. Edwards Deming, a household name in Japan, became the prime catalyst behind the incredible success of Japanese industry. In fact, since 1951, the Deming Prize has been the most coveted and prestigious award among Japanese corporations, similar to the Malcolm Baldrige Award for quality in business in the United States. Today, Deming is finally becoming a household name in his own country. The lessons he has to teach American business are more urgent than ever.
Just how different is the Deming Management Method? Compare just a few of the many differences in beliefs between conventional organizations and Deming organizations:
* Quality is expensive
* Defects are caused by workers
* Buy at lowest cost
* Fear and reward are proper ways to motivate
* Play one supplier off against another
* Quality leads to lower costs
* Most defects are caused by the system
* Buy from vendors committed to quality
* Fear leads to disaster
* Work with suppliers
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Quality Must Come First
What Is Quality?
Variation in Management
Suppliers and Divisions
Cooperation Among Competitors
Focus and Philosophy
Rebirth and Renewal
Enhancing Pride and Joy in Work
Where Are We?
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adjustments Alfie Kohn American management annual review average bank called CHAPTER company's compete competition competitors consumer control chart control limits cooperation corporate customers defects Deming Prize Deming view Deming's developed economic Edwards Deming efforts eliminate employees engineers example experience fear firm Ford fourteen points funnel goal Herb Cohen higher ideas improve quality increase individual industry inspection inspectors intrinsic motivation Japan Japanese lead leader loans look lower costs management by objectives management's manufacturing market share mean ment merit pay methods million money supply operation percent performance plant problems Procter & Gamble profit quality control quota QWERTY rates red beads responsible reward system seminar Shewhart someone special cause specifications standard statistical control suppliers tampering theory things tion top management understand variation workers worse wrong